1. Qualities of Leadership and Management
Ian Grigor

2. Aims of session
To analyse the skills and attributes that describe leadership and management
To analyse how they impact on organisational effectiveness

3. Objectives To analyse what effective leaders and managers do
To analyse the skills of leaders and managers
To compare and contrast where leaders and managers overlap
To analyse where their roles differ

4. Skills of effective leaders (Pedler, Burgoyne and Boydell, 1986)
Command of basic facts i.e. ability to manage information
Relevant professional understanding i.e. professional credibility
Continuing sensitivity to events i.e. an humanistic approach
Analytical, problem-solving, decision/judgement-making skills
Social skills and abilities
Emotional resilience
Proactivity - inclination to respond purposefully to events
Creativity
Mental agility
Balanced learning habits and skills
Self-knowledge

5. Skills of effective leaders (Whetton and Cameron, 1991)
Verbal communication (including listening)
Managing time and stress
Managing individual decisions
Recognising, defining and solving problems
Motivating and influencing others
Delegating
Setting goals and articulating a vision
Self-awareness
Team-building
Managing conflict

6. So what is a leader and what does she do?
It’s often a good idea to think in terms of a great leader….

7. Where do leaders arise from?
This is a situational phenomenon, often prompted by the environment that they exist in e.g. the terrorist attack on New York

8. Do leaders have to work within limits in that capacity?
The main point is that leaders are not formally appointed so they can, and often do, push back the boundaries

9. Leadership theories/styles
Trait – born to lead
Behavioural – autocratic, democratic, laissez-faire
Contingency – style + situation
Transformational - innovators

10. How, what, why and where do leaders impact?
How do they lead?
What attributes do they utilise?
For whose benefit?
In what arena(s) and under what circumstances?

11. So what are managers?
They are employed by the organisation to achieve goals
As such, the organisation is their prime concern
They have demonstrated that they have managerial skills
They (hopefully) enjoy professional respect but as professional managers

12. What do they do? Manage people – how? Manage finance – in what way?
Manage information – where do they get it?
Manage projects e.g.???
Manage change

13. How do the skills of a manager overlap with that of a leader?
Excellent communication skills
Fairness
Professional knowledge
Planning
Visionary

14. Where do managers and leaders differ?
Accountability
The type of professional knowledge they use
The beneficiaries of success – the group or the organisation

15. Can they be one and the same person?
They can but their goals in life are different. However, such is their degree of overlap e.g. in attributes that the ideal is a manager who leads. A good example is Mayor Giullianni of New York.

16. Objectives To analyse what effective leaders and managers do
To analyse the skills of leaders and managers
To compare and contrast where leaders and managers overlap
To analyse where their roles differ